Een helder doel voor ogen hebben ('Purpose'): “Nearly all presidents who earned a rating of great or near great articulated specific goals that they wanted to achieve as president.”
Tegenslag is een leermoment: “All of he great and near great presidents emerged from conflicts and disappointments they encountered stronger and more resilient ten they had before. This is what made their previous ordeals transformative. All regarded these adversities as learning experiences, however painful. None emerged from such setbacks regarding themselves as victims. None were known to complain or whine—at least out loud or in public—about their private misfortunes.”
Brede levenservaring: “Most great and near great presidents had multiple occupations, not all of them in politics, before coming president. Through the depth and breadth of their experiences, successful presidents learned how to relate to people in all walks of life.”
Een natuurlijke nieuwsgierigheid: “Great of near great presidents remained curious all their lives about the world around them and about the cause of the problems they were called upon to solve.”
Sterk gevoel voor integriteit: "Look for honesty (“doing what one said he would do, or explaining why unforeseen circumstances necessitated a different course”), courage (‘meeting adversity head-on, often at political or personal risk”), and integrity (“placing the interests of one’s office and one’s country ahead of personal convenience or interests, or those of one’s associates”)."
Bescheidenheid: “Although confident in their abilities, successful presidents held their egos in check. All great and near great presidents understood that they would receive the credit for the achievements of their subordinates. For this reason they strove to find outstanding ones…including on occasion, former rivals and members of the opposition party.”
surprising as it may sound, many people don’t have enough ego, and that leads to insecurity and apathy that paralyze cultures and leaders.
Voor een generatie die is opgegroeid met de idee dat 'ego' slecht is, een verademing. Marcum & Smith maakten het volgende diagram om ons beter te laten begrijpen waar de balans moet liggen:
Het deed mij meteen denken aan de Level 5 leaders van Collins (Good to Great), waar de echte leider een balans heeft gevonden tussen gepassioneerde gedrevenheid enerzijds en een oprechte bescheidenheid anderzijds. Van de leiders van de echt best presterende bedrijven (oa de Walgreens van deze wereld) kent niemand de naam of de foto, en toch outperformed zo'n bedrijf jaar in/jaar uit de echt grote namen!